Summary
As the world continues to deal with COVID-19, economies are moving into recession, under multiple adverse factors, the GDP of European and American countries in the second quarter suffered a historical contraction. At an annualized rate, the US GDP fell by 32.9% month on month, while the overall GDP of the euro zone fell by 12.1%.
Moreover, the economic prospects of Europe and the United States in the third quarter under the epidemic situation are hardly optimistic. The resumption of work and production not only brought economic data back, but also triggered a rebound in the epidemic situation. At present, the United States is still the 'epicenter' of the global epidemic. The total number of confirmed cases has exceeded 4.8 million, and the epidemic situation in some European countries has also rebounded. Affected by this, more than 20 states in the United States have announced the suspension or withdrawal of part of the economic restart plan. Britain and Italy have also decided to extend the state of emergency. The rebound of the epidemic situation has posed considerable risks to the economic prospects of Europe and the United States.
In the second quarter of this year, US GDP shrank by 9.5% on a month on month basis, or 32.9% at an annual rate, the largest decline since the 1940s. Data show that the sharp decline in personal consumption is the main drag on the U.S. GDP growth in the second quarter.
Compared with the United States, Europe's economic contraction in the second quarter was smaller, but it was also the lowest on record, with Germany and France contracting more than 10%. According to the data released by the Federal Bureau of statistics, Germany's GDP fell by 10.1% in the second quarter after adjusting for prices, seasons and working days, the largest decline since the quarterly economic data were available in 1970.
Thanks to the effective control and policy support of the new epidemic, China's economy rebounded sharply in the second quarter. The growth rate of manufacturing industry, which accounted for about 28% of GDP, rebounded sharply to 4.4% from the negative value in the first quarter. Chinese original equipment manufacturers (OEMs) and suppliers are ramping up production. And there are increased investments in digital footprints in manufacturing. OEMs in other parts of the world are offering incentives to drive sales. XYZResearch published a report for global GOLF CLUBS market in this environment.
In terms of revenue, this research report indicated that the global GOLF CLUBS market was valued at USD XXX million in 2019, and it is expected to reach a value of USD XXX million by 2026, at a CAGR of XX % over the forecast period 2021-2026. Correspondingly, the forecast analysis of GOLF CLUBS industry comprises of China, USA, Japan, India, Korea and South America, with the production and revenue data in each of the sub-segments.
The Callaway Golf Company aims at producing XX GOLF CLUBS in 2020, with XX % production to take place in global market, TaylorMade Golf Company accounts for a volume share of XX %.
Regional Segmentation (Value; Revenue, USD Million, 2015 - 2026) of GOLF CLUBS Market by XYZResearch Include
China
EU
USA
Japan
India
Southeast Asia
South America
Competitive Analysis; Who are the Major Players in GOLF CLUBS Market?
Callaway Golf Company
TaylorMade Golf Company
Bridgestone Golf
Mizuno
Nike
Cobra Golf
Wilson
...
Major Type of GOLF CLUBS Covered in XYZResearch report:
Woods
Irons
Putters
Wedges
Application Segments Covered in XYZResearch Market
Commercial
Private
Application 3
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Inquire Before BuyTable of Contents
Global GOLF CLUBS Market Analysis 2020, With Top Companies, Production, Revenue, Consumption, Price and Growth Rate
1 Market Scope
1.1 Product Details and Introduction
1.1.1 Woods -Product Introduction and Major Manufacturers
1.1.2 Irons -Product Introduction and Major Manufacturers
1.1.3 Putters -Product Introduction and Major Manufacturers
1.1.4 Wedges -Product Introduction and Major Manufacturers
1.2 Market Snapshot
1.2.1 Major Companies Overview
1.2.2 Market Concentration
1.2.3 Six-Year Compound Annual Growth Rate (CAGR)
2 Global GOLF CLUBS Market Assessment, by Segmentation
2.1 Type Breakdown Estimates & Forecast, Sales Volume (2015-2026)
2.2 Type Breakdown Estimates & Forecast, Sales Value (2015-2026)
2.3 Application Breakdown Estimates & Forecast, by Application (2015-2026)
3 Regional Market Analysis
3.1 China GOLF CLUBS Market
3.1.1 Top Companies leading GOLF CLUBS Development in China (2015-2020)
3.1.2 Sales Value of Major Company in China Market (2015-2020)
3.1.3 China GOLF CLUBS Price (USD/Unit), by Type (2019-2020)
3.1.4 Sales in China Market, by Type (2015-2026)
3.2 EU GOLF CLUBS Market
3.2.1 Top Companies leading GOLF CLUBS Development in EU (2015-2020)
3.2.2 Sales Value of Major Company in EU Market (2015-2020)
3.2.3 EU GOLF CLUBS Price (USD/Unit), by Type (2019-2020)
3.2.4 Sales in EU Market, by Type (2015-2026)
3.3 USA GOLF CLUBS Market
3.3.1 Top Companies leading GOLF CLUBS Development in USA (2015-2020)
3.3.2 Sales Value of Major Company in USA Market (2015-2020)
3.3.3 USA GOLF CLUBS Price (USD/Unit), by Type (2019-2020)
3.3.4 Sales in USA Market, by Type (2015-2026)
3.4 Japan GOLF CLUBS Market
3.4.1 Top Companies leading GOLF CLUBS Development in Japan (2015-2020)
3.4.2 Sales Value of Major Company in Japan Market (2015-2020)
3.4.3 Japan GOLF CLUBS Price (USD/Unit), by Type (2019-2020)
3.4.4 Sales in Japan Market, by Type (2015-2026)
3.5 India GOLF CLUBS Market
3.5.1 Top Companies leading GOLF CLUBS Development in India (2015-2020)
3.5.2 Sales Value of Major Company in India Market (2015-2020)
3.5.3 India GOLF CLUBS Price (USD/Unit), by Type (2019-2020)
3.5.4 Sales in India Market, by Type (2015-2026)
3.6 Southeast Asia GOLF CLUBS Market
3.6.1 Top Companies leading GOLF CLUBS Development in Southeast Asia (2015-2020)
3.6.2 Sales Value of Major Company in Southeast Asia Market (2015-2020)
3.6.3 Southeast Asia GOLF CLUBS Price (USD/Unit), by Type (2019-2020)
3.6.4 Sales in Southeast Asia Market, by Type (2015-2026)
3.7 South America GOLF CLUBS Market
3.7.1 Top Companies leading GOLF CLUBS Development in South America (2015-2020)
3.7.2 Sales Value of Major Company in South America Market (2015-2020)
3.7.3 South America GOLF CLUBS Price (USD/Unit), by Type (2019-2020)
3.7.4 Sales in South America Market, by Type (2015-2026)
4 Value Chain (Impact of COVID-19)
4.1 GOLF CLUBS Value Chain Analysis
4.1.1 Upstream
4.1.2 Downstream
4.2 COVID-19 Impact on GOLF CLUBS Industry
4.2.1 Industrial Policy Issued Under the Epidemic Situation
4.3 Cost-Under the Epidemic Situation
4.3.1 Cost of Raw Material
4.4 Channel Analysis
4.4.1 Distribution Channel-Under the Epidemic Situation
4.4.2 Distributors
5 Regional Market Forecast (2021-2026)
5.1 Global GOLF CLUBS Sales and Growth Rate (2021-2026)
5.2 Global GOLF CLUBS Sales Value and Growth Rate (2021-2026)
6 GOLF CLUBS Competitive Analysis
6.1 Callaway Golf Company
6.1.1 Callaway Golf Company Company Profiles
6.1.2 Callaway Golf Company Product Introduction
6.1.3 Callaway Golf Company GOLF CLUBS Production, Revenue (2015-2020)
6.1.4 SWOT Analysis
6.2 TaylorMade Golf Company
6.2.1 TaylorMade Golf Company Company Profiles
6.2.2 TaylorMade Golf Company Product Introduction
6.2.3 TaylorMade Golf Company GOLF CLUBS Production, Revenue (2015-2020)
6.2.4 SWOT Analysis
6.3 Bridgestone Golf
6.3.1 Bridgestone Golf Company Profiles
6.3.2 Bridgestone Golf Product Introduction
6.3.3 Bridgestone Golf GOLF CLUBS Production, Revenue (2015-2020)
6.3.4 SWOT Analysis
6.4 Mizuno
6.4.1 Mizuno Company Profiles
6.4.2 Mizuno Product Introduction
6.4.3 Mizuno GOLF CLUBS Production, Revenue (2015-2020)
6.4.4 SWOT Analysis
6.5 Nike
6.5.1 Nike Company Profiles
6.5.2 Nike Product Introduction
6.5.3 Nike GOLF CLUBS Production, Revenue (2015-2020)
6.5.4 SWOT Analysis
6.6 Cobra Golf
6.6.1 Cobra Golf Company Profiles
6.6.2 Cobra Golf Product Introduction
6.6.3 Cobra Golf GOLF CLUBS Production, Revenue (2015-2020)
6.6.4 SWOT Analysis
6.7 Wilson
6.7.1 Wilson Company Profiles
6.7.2 Wilson Product Introduction
6.7.3 Wilson GOLF CLUBS Production, Revenue (2015-2020)
6.7.4 SWOT Analysis
7 Conclusion
| Price : US$ 3500 | Date : Jul 2024 |
| Category : Manufacturing and Construction | Pages : 114 |
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| Category : Telecom and IT | Pages : 120 |
| Price : US$ 3500 | Date : Jul 2024 |
| Category : Manufacturing and Construction | Pages : 132 |
| Price : US$ 3500 | Date : May 2024 |
| Category : Automotive | Pages : 120 |
| Price : US$ 3500 | Date : Mar 2024 |
| Category : Automotive | Pages : 180 |
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